The College for Behavioral Health Leadership

Where behavioral health leaders collaborate to grow and transform communities across the nation.

Resources

Courageous Leadership – Stepping Away from Power and Privilege to Build Community Trust

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Description

Any collaboration that strives to improve the health and wellbeing of a community is fueled by a passion to make the community better. However, barriers are unconsciously created by having people not representative of the community as leaders of the collaboration. Systemic and community change efforts and the elimination of structural racism cannot occur without partnerships led by black, indigenous and people of color representing the diversity of the community.  This interactive discussion explores our responsibility as leaders to create a culture of true inclusion. 

Speaker Info

Duane Reynolds, MHA | Chief Executive Officer, Just Health Collective, LLC

Duane Elliott Reynolds, MHA, brings more than 20 years of experience as a healthcare operation executive, consultant and thought leader in the belonging space. As Founder and CEO of Just Health Collective.  Reynolds is responsible overall operations, strategy, and growth of the firm.  Previously, Mr. Reynolds served as the President and CEO of the American Hospital Association Institute for Diversity and Health Equity, the leading national organization advancing diversity, equity, and inclusion in the healthcare field.  Under his leadership, the organization grew its revenue by 113%, revised organizational strategy and recruited top talent to execute their new path forward.

Prior to his executive position with the Institute for Diversity and Health Equity, Reynolds served in a number of leadership roles within nationally recognized health systems including Johns Hopkins Medicine, Emory Healthcare, OhioHealth and later within the consulting industry at The Advisory Board Company acquired by Optum, a United Health Group company.  His career began in organizational development, which provided the foundation for his deep knowledge in change management and leadership. While at Optum, Reynolds created the Health Equity & Inclusion practice – a healthcare consulting service line focused on enhancing business performance by leveraging diversity and inclusion to benefit both payer and provider organization employees and consumers.   

Mr. Reynolds is known as a passionate advocate for underserved communities and a trusted advisor to leaders seeking to improve personal or organizational performance. He possesses expertise in academic medicine, physician practice management, access, belonging strategy, unconscious bias, organizational development, change management and executive coaching.  Reynolds frequently speaks on these topics at national meetings across the United States. Duane’s collaborative spirit, gentle nature and relentless pursuit of excellence serve as a platform for guiding clients to address difficult challenges with confidence and grace.

Duane holds a Master of Health Administration from The Ohio State University in Columbus, Ohio, and a Bachelor of Science in Public Health from Indiana University in Bloomington, Indiana.

Jeffrey Ring, Ph.D. | Health Psychologist, Leadership Coach, Health Justice Advocate

Jeffrey Ring, Ph.D. is an author, leadership coach, and consultant working to improve successful team leadership and functioning.  He is also a bilingual Spanish-speaking health psychologist with a focus on fostering seamless integrated whole-person health care.  For nineteen years, he served as Director of Behavioral Sciences and Cultural Medicine at the Family Medicine Residency Program at White Memorial Medical Center in Los Angeles, and he holds a Clinical Professorship in Family Medicine at the Keck School of Medicine at the University of Southern California.  His work has focused on health equity and justice and culturally responsive and respectful care.   Dr. Ring is the first author of the book Curriculum for Culturally Responsive Care: The Step-by-Step Guide for Cultural Competency Training.

Dr. Ring has expertise in self-care, resilience and well-being and has provided teaching, coaching and facilitation for a wide array of businesses and healthcare organizations.  In the summer of 2016, he taught mindfulness meditation to approximately 1200 agricultural workers in Spanish in Central California.  In both 2019 and 2020 he was involved in planning and facilitation of travel for health care leaders through Alabama to better understand connections between slavery, racism, mass incarceration, environmental injustice, poverty and health inequities.

Krista Stepney, MHA | Chief Operating Officer, Just Health Collective, LLC

Krista D. Stepney, MHA, brings twelve years of healthcare and professional experience to her role as chief operating officer of Just Health Collective. Ms. Stepney is responsible for managing and overseeing operations, strategic planning, and business development for JHC.  Throughout her career, Ms. Stepney has led the design, development, and delivery of cross-functional solutions to clients, bringing together strategy, business process design, organizational design, and change management that improves belonging and health equity.

With expertise and experience in the areas of ambulatory services and strategy, Ms. Stepney’s past work with various clients includes cross-channel provider and customer experience transformation from assessment to implementation.  Her advisory services with past clients, both pediatric and adult institutions and systems, include patient access, care variation reduction, and leadership retreat strategic planning. In addition to this work, Ms. Stepney supports proposal writing and business development initiatives.

Prior to joining Just Health Collective, Ms. Stepney served in a variety of leadership roles with Russell Reynolds Associates, Optum, the Advisory Board Company, and Emory Healthcare in Atlanta. Ms. Stepney began her career at Carolinas Medical Center in Charlotte, North Carolina, where she was responsible for the operations of support functions for gastroenterology ambulatory surgery centers.

Ms. Stepney holds a Master of Health Administration from the University of North Carolina at Charlotte, and a Bachelor of Science in biology from the University of North Carolina at Chapel Hill.

Roadmap to the Ideal Crisis System

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There is broad recognition that behavioral health crises have reached epidemic proportion, with drug overdoses and suicides having overtaken traffic accidents as the two leading causes of death among young Americans ages 25-44. The COVID-19 pandemic has further underscored the dramatic need for behavioral health services, including crisis services. Yet very few communities in the United States have a behavioral health crisis system that would be considered excellent, let alone ideal.

In most American communities today, the behavioral health crisis system isn’t really a system at all, but a combination of services provided by law enforcement and hospital emergency rooms that are typically not designed to meet the needs of individuals in the midst of behavioral health crises. Often the only treatment options for individuals in behavioral health crises are in settings that do not adequately meet their needs despite being extremely costly, such as emergency rooms and inpatient psychiatric units. Further, lack of appropriate and accessible behavioral health crisis response too frequently results in law enforcement being the only available first responders, which may lead to an increase in unnecessary arrest and incarceration for people with acute behavioral health needs.

Thankfully, this situation is changing, as there is growing recognition that behavioral crisis needs special attention to ensure appropriate response for everyone, on par with that provided for medical crises, disaster response, fire response and public safety. Table 1 lists a series of reports over the past decade that describe various components of state-of-the art behavioral health crisis services. Among the most recent is a toolkit from the Substance Abuse and Mental Health Services Administration (SAMHSA) that proposes national guidelines for crisis services (SAMHSA, 2020). Another important driver has emerged from work on reducing inappropriate criminal justice involvement, recognizing the need for focus on “Intercept 0” (an effective community crisis system) in the Sequential Intercept Mapping process (Bonfine, 2019) so that law enforcement involvement in behavioral health crises is minimized. Even more important, federal legislation (National Suicide Prevention Hotline Improvement Act) has led to the initiation of implementation of a national suicide prevention and behavioral health crisis line number – 988 – that is intended to go live nationally by 2022. This major initiative provides an opportunity for the creation of high-quality community crisis response systems that approximate the level of response that we have grown to expect from medical, fire and public safety emergency response since the implementation of 911 several decades ago. For communities to respond to the need for effective behavioral health crisis response and to implement successful 988 response systems, significant guidance will be needed. Existing reports, such as the SAMHSA guidelines, provide helpful direction for making progress but do not address all the essential elements of a behavioral health crisis system or measurable standards and implementational strategies for communities. Consequently, communities (as well as counties and states) have inadequate guidance regarding the development, implementation and maintenance of behavioral health crisis systems that effectively meet their specific population needs.

The purpose of this report is to fill that gap. This report provides a detailed guide for communities to use to create a vision and direction for their behavioral health crisis systems, to evaluate their current behavioral health crisis capacities and to operationalize a strategy for implementing structures, services and processes that move toward an ideal crisis system.

Medicaid Forward: Behavioral Health

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The COVID-19 public health emergency, its economic fallout, and longstanding racial and ethnic inequities are affecting the nation’s mental health and wellbeing. These crises are also destabilizing the behavioral health care system, making it more difficult to meet the increased behavioral health needs of the population. Medicaid and CHIP, as the insurance provider for more than 77 million individuals, including many with complex physical and behavioral health needs, will play a vital role in supporting the recovery of our nation.2 This framework, crafted by an Executive Working Group of Medicaid leaders and national behavioral health experts convened by the National Association of Medicaid Directors, offers states options to consider to promote the health and wellbeing of members and expand access to behavioral health services. It includes strategies along a continuum of need, ranging from upstream prevention and health promotion for all Medicaid beneficiaries to increasing access to behavioral health treatment for unique subpopulations in Medicaid.

E-Book: Partnering with Communities to Improve Health Outcomes

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Beginning September 24, 2020, The College for Behavioral Health Leadership hosted a virtual “Un-Summit” where we examined partnerships whose collaboration resulted in real outcomes as we learned from community initiatives across the country.  Featured partnerships demonstrated improvements in community relationships resulting in measurable impacts to community health, for different populations, using different approaches to multi-sector collaboration.   During the 2020 Un-Summit, we aimed to provide a space to listen and learn from working occurring in communities around the country.

By sharing the case studies and key take-aways from the resulting dialogues, we hope to support a national dialogue where we listen, connect, mobilize groups and work together to improve health and well being in our communities.

This E-book summarizes what we have learned and provides information on and links to the tools used by teams in each community. Join us for an ongoing dialogue on community practice. Dialogue is ultimately the only way for collective actions to be successful. These are the practices we must share with each other as we build a culture of health improvement.

Behavioral Health and the New Administration – A Call to Action

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Description

A new year.  A new administration. A behavioral health pandemic within a lingering COVID pandemic. Struggling communities. A renewed sense of urgency.

Join us for a dialogue with some of our nation’s behavioral health leaders:

  • Dr. Benjamin F. Miller, Chief Strategy Officer, Well Being Trust
  • Pamela Greenberg, President and CEO, Association for Behavioral Health and Wellness (ABHW)
  • Kana Enomoto, Senior Knowledge Expert – Washington D.C., McKinsey & Company
  • Harvey Rosenthal, CEO, New York Association of Psychiatric Rehabilitation Services (NYAPRS)
  • Dr. Ron Manderscheid (Moderator), President and CEO, National Association of County Behavioral Health and Developmental Disability Directors (NACBHDD)

As a new administration takes their seats and critical positions are appointed, what is fundamentally needed to transform our system? This 90-minute conversation will address the needs of our communities, innovations to improve public health, and priorities we might expect of the new administration.

Resources Shared During Webinar

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Panelist Info

Benjamin Miller

Dr. Benjamin F. Miller, PsyD is the Chief Strategy Officer for Well Being Trust, a national foundation committed to advancing the mental, social and spiritual health of the nation. He helps oversee the foundation’s portfolio ensuring alignment across grantees, overall strategy and direction, and connection of the work to advance policy. The end goal is to help advance the national movement around mental health and well-being. Prior to joining Well Being Trust, Dr. Miller spent 8 years as an Associate Professor in the Department of Family Medicine at the University of Colorado School of Medicine where he was the founding Director of Eugene S. Farley, Jr. Health Policy Center. The Farley Center was created in 2014 to be a leader in conducting policy studies, relevant to health and health care challenges, disseminating evidence to those positioned to use it in their decision-making issues related to health policy for the University, and to be a leader locally and nationally on a variety of topic areas. Under Dr. Miller’s leadership, the Farley Health Policy Center worked on four main areas: behavioral health integration, payment reform, workforce, and community-based prevention. He remains a Senior Advisor to the Farley Center. Miller is currently an Adjunct Professor in the Department of Psychiatry and Behavioral Sciences in the Stanford School of Medicine

Dr. Miller has been a principal investigator on several federal grants, foundation grants, and state contracts related to comprehensive primary care and mental health, behavioral health, and substance use integration. He led the Agency for Healthcare Research and Quality’s Academy for Integrating Behavioral and Primary Care project as well as the lead investigator on the Sustaining Healthcare Across Integrated Primary Care Efforts (SHAPE) project. In addition, he was the lead author on the Robert Wood Johnson Foundation Culture of Whole Health report, which provided specific direction to advance mental health nationally.

He received his doctorate in clinical psychology from Spalding University in Louisville, Kentucky. He completed his predoctoral internship at the University of Colorado Health Sciences Center, where he trained in primary care psychology. In addition, Miller worked as a postdoctoral fellow in primary care psychology at the University of Massachusetts Medical School in the Department of Family Medicine and Community Health.

Dr. Miller has written and published extensively on enhancing the evidentiary support for integrated models, increasing the training and education of behavioral health providers in medical settings, and the need to address specific health policy and payment barriers for successful integration. He was the section editor for Health and Policy for Families, Systems and Health and a current member of editorial board for the journal as well as a member of the International Advisory Board of the British Journal of General Practice. Dr. Miller has been a technical expert panelist for CMS on Quality Measure Development for Medicaid Beneficiaries with: Substance Use Disorders; Complex Needs and High Costs; and Physical/Mental Health Integration Needs as well as for the Medicaid Innovation Accelerator Program on integration. Miller is a past President of the Collaborative Family Healthcare Association, a national not-for-profit organization pushing for patient-centered integrated health care, a faculty for the Institute for Healthcare Improvement, and currently a Board Member for Mental Health Colorado. He has received numerous awards for his work on mental health and integration. A highly sought out public speaker, Dr. Miller has presented around the world on the need to better integrate mental health with health care.

Dr. Miller’s research interests include models of integrating mental health and substance use, primary care practice redesign, using practice-based research networks to advance whole person health care, financing health care, and health policy. He has been featured in numerous media outlets including NBC News, USA Today, NPR, PBS News Hour, and many more. Outside of his job, Dr. Miller enjoys playing music, mountain biking, rock climbing, and painting. He and his family live in Denver, Colorado.

Pamela Greenberg

Pamela Greenberg is the President and CEO of the Association for Behavioral Health and Wellness (ABHW). She joined the association in 1998 and since that time has become a nationally recognized leader on managed behavioral health care policy.

ABHW is the leading association working to raise awareness, reduce stigma, and advance federal policy to improve mental health and addiction care. ABHW represents major national and regional health plans who care for more than 200 million people.

Pamela has extensive experience with mental health parity, including testifying before Congress and federal agencies, and Chairing the Coalition for Fairness in Mental Illness Coverage, one of the leading Coalitions that helped develop, advocate for, and get the Wellstone-Domenici Mental Health Parity and Addiction Equity Act of 2008 signed in to law. She also currently serves on the Joint Commission’s Behavioral Health Care Accreditation Advisory Council, URAC’s Health Standards Committee and Parity Advisory Council, and innovaTel Telepsychiatry’s Strategic Advisory Board.

Prior to joining ABHW Pamela was the Deputy Director of Federal Affairs for America’s Health Insurance Plans (AHIP).  Before joining AHIP Ms. Greenberg was a Legislative Assistant at Capitol Associates, a healthcare consulting firm in Washington, D.C.

Pamela has a B.A. from Mount Holyoke College and a Master’s in Public Policy from Georgetown University.

Kana Enomoto

Kana Enomoto is a nationally recognized expert in mental health, substance use, social determinants of health, and trauma.  She is a consultant at McKinsey & Company who specializes in behavioral health, public health, and delivery-system reform. She has more than 20 years of experience as a federal executive in mental health and substance use policy, data, programs, and practice improvement. Kana is an adaptive leader with a strong record of achieving public policy goals, delivering programmatic impact, and inspiring organizational and social change.

Prior to joining McKinsey, Kana Enomoto was Senior Advisor to U.S. Surgeon General VADM Jerome Adams. In this capacity, Ms. Enomoto provided strategic guidance to the Surgeon General’s efforts to combat the opioid epidemic.  Previously, Ms. Enomoto was Acting Administrator for the Substance Abuse and Mental Health Services Administration. Appointed in 2015 by HHS Secretary Sylvia Burwell, Ms. Enomoto provided executive direction and policy leadership for an agency with 600+ employees and a fiscal year budget of over $4 billion.

During the course of her federal career, Ms. Enomoto helped to advance many milestones in the behavioral health field including Facing Addiction in America: The Surgeon General’s Report on Alcohol, Drugs and Health, Mental Health: Culture, Race, and Ethnicity, and Achieving the Promise: Transforming Mental Health Care in America.

Ms. Enomoto has received awards in recognition of her work, including the Arthur S. Flemming Award, the American College of Mental Health Administration King Davis Award, and the Secretary’s Award for Distinguished Service.  Ms. Enomoto earned her bachelor’s degree in psychology and master’s degree in clinical psychology from the University of California, Los Angeles and is a graduate of Harvard University’s Kennedy School of Government, Senior Managers in Government Program.

Harvey Rosenthal

Harvey Rosenthal serves as the CEO of the New York Association of Psychiatric Rehabilitation Services (NYAPRS), a peer-provider partnership that has been a leading state and national change agent over the past 25 years.  

Harvey has over 44 years of experience working to promote public mental health policies and practices that advance the recovery, rehabilitation, rights, dignity and full community inclusion of individuals with mental health and/or trauma related challenges.  

Harvey has helped to create several nationally acclaimed and replicated peer support and transformational training innovations.  He has also worked to fight stigma, discrimination, and human rights violations and to advance informed choice protections, self-directed care and cultural competence. 

Harvey is a recipient of CBHL’s Timothy J. Coakley Award for Behavioral Health Leadership. 

His interest in his work is personal, beginning with a psychiatric hospitalization at age 19.

Ron Manderscheid

Ron Manderscheid, Ph.D., serves as the President and CEO of the National Association of County Behavioral Health and Developmental Disability Directors. The Association represents county and local authorities in Washington, D.C., and provides a national program of technical assistance and support. Concurrently, he is Executive Director of the National Association for Rural Mental Health, Adjunct Professor at the Department of Mental Health, Bloomberg School of Public Health, Johns Hopkins University, and Adjunct Professor, School of Social Work, University of Southern California. Dr. Manderscheid serves on the boards of the Cosmos Club, the Employee Assistance Research Foundation, the Danya Institute, the Council on Quality and Leadership, the NASMHPD Research Institute, and the National Register of Health Service Psychologists. He also serves as the Co-Chair of the Coalition for Whole Health. Previously, he served as the Director of Mental Health and Substance Use Programs at the Global Health Sector of SRA International and in several federal leadership roles at the U.S. Department of Health and Human Services. Throughout his career, he has emphasized and promoted peer and family concerns.

Dr. Manderscheid is a former Member of the Secretary of Health and Human Services Advisory Committee on Healthy People 2020, Past President of the Federal Executive Institute Alumni Association (FEIAA) Foundation, Past President of FEIAA, past Chair of the American Public Health Association (APHA) Mental Health Section and a past member of the APHA Governing Council. He has also served previously as the Chairperson of the Sociological Practice Section of the American Sociological Association, as President of the Washington Academy of Sciences and the District of Columbia Sociological Society, and as President of ACMHA: The College for Behavioral Health Leadership.

Recently, he co-edited a new text, Outcome Measurement in the Human Services: Cross-Cutting Issues and Methods in the Era of Health Reform, and contributed to a second new text, Public Mental Health. Previously, he served as principal editor for eight editions of Mental Health, United States. He has also authored numerous scientific and professional publications on services to persons with mental illness and substance use conditions. He serves on the Editorial Board and prepares a periodic blog for Behavioral Healthcare Executive.

Health Equity Through Partnerships with Community Development Corporations: The other CDC | Webinar

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Presentation Slides (Slides 1-24)
Presentation Slides (Slides 25-48)

Description

The current pandemic has revealed even more deeply the health inequities that impact our communities, influenced by legacies of racial and economic segregation and disinvestment that fueled disparities in opportunity, health and well-being even before the COVID-19 crisis. The community development industry was originally founded during the civil rights movement, in response to racist “redlining”policies and discriminatory lending practices, and is responsible for investments in health clinics, affordable housing, permanent supportive housing, and more. What is the industry’s role in our current moment, and how can those working to provide for mental and behavioral health, better collaborate to address shared goals?

Objectives:

  1. Understand the role of the community development sector in supporting place-based healthcare investments and maximizing positive impact on community needs.
  2. Access practical tools to identify potential community development partners across the country and resources to advance similar successful cross-sector partnerships

Speaker Info

Ruth Thomas-Squance, PhD, MPH, is Director of Field Building at the Build Healthy Places Network where she develops and implements the organization’s national Field Building Strategy around cross sector health partnerships. A passionate public health change agent, she has 15 years of experience working in multi-sector collaborations with diverse partners to promote health equity.

Renae A. Badruzzaman, MPH, is Program Manager at Build Healthy Places Network where she operationalizes and implements the Network’s place-based strategy. Renae brings a decade of experience working in multidisciplinary and cross-sector collaborations to advance health equity, inclusion and justice for people of color and communities with low-income.

Ashley Hernandez is the Communications and Outreach Specialist for Build Healthy Places Network. She has extensive experience in non-profit work both nationally and globally. She has worked on a range of issues from economic empowerment to Indigenous philanthropy, with the goal of working with communities to build partnerships and create access to resources in order to build more equitable communities.

CBHL 2020 Un-Summit Closing Keynote | Susan Cooper – Moving the Needle: Building Authentic Community Partnerships Together as ONE

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One Health is a program designed to meet the needs of our uninsured, medically and socially complex patients. The goal of the program is to improve the health of our most vulnerable, while bending the cost curve. Complex patients comprise a small, heterogeneous group of individuals who frequently cycle through multiple systems (healthcare, behavioral, social, correctional), but do not receive any lasting benefit from the interactions. Care is often fragmented and systems are rarely designed to meet the needs of the most complex. Hospitals alone are insufficient to meet the complex needs of these patients. A new mindset for building authentic partnerships was required. The team built authentic relationships with cross-sector community partners based on data and trust. New tools were developed and implemented for community asset mapping, model design, and data collection, which led to the creation of a new ecosystem of care inclusive of healthcare, behavioral health, and social services. Additionally, new methods of cross sector collaboration were introduced. Over the course of 27 months, 430 individuals were enrolled. Improved outcomes were achieved in health, housing, utilization, cost, benefits, food security, and self-sufficiency.

CBHL 2020 Un-Summit Opening Keynote | Tyler Norris – Creating the Conditions for Health and Well Being

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We are at an inflection point in assuring the strength of the systems that underlay the health and well-being of the American public. Even as resources are tight and polarization is rife — there is a clearer understanding of what works and is what is needed to improve population-level outcomes. As multiple concurrent crises and tangled threats persist – how can we lay the foundation for an equitable recovery and resilience over time? Do we want to go ‘back to normal’ and who benefits/loses from that; or is the vision something quite different? How can we shape dose-sufficient investments in community health and well-being in these unprecedented times. To become a healthy, thriving community, multiple vital conditions must be in place for all to access. These vital conditions, though in part supported by national work, require investments, policy and practice changes at the local level. Watch to learn how deliberate engagement of communities via authentic partnerships can result in improved health outcomes.

Disasters and Behavioral Health in Today’s World: Implications for Leadership | Webinar

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Presentation Slides

Additional Resources:

Description

Behavioral health leaders are faced with a confluence of mental health disasters –  the COVID-19 pandemic, other natural disasters like hurricanes, an economic crisis, civil and cultural turmoil – all producing a range of effects and challenging our values and ability to respond.  Disaster mental health principles tell us that:

  1. Everyone is impacted in some way, but the impact varies
  2. It is not only about diagnosing disorders
  3. There is a behavioral health role in all phases of the disaster (preparedness, response, and recovery), and
  4. Leadership matters.

Typically, in our healthcare profession, we focus on diagnosing and treating disorders, which make up a great deal of the morbidity and mortality in this and other disasters. However, before diagnosis occurs during a mental health disaster, the public will experience things like distress reactions and engagement in risky behaviors.  These will show up in places like the emergency department or primary care setting, via law enforcement interactions, and at home or at work.  All segments of society are impacted by the significant social and economic cost, creating a significant public behavioral health burden, and underscoring the important role of public behavioral health leadership.

Webinar Objectives

  1. Understand the role of the public behavioral health system during COVID-19 as it relates to patient care, workplace, and partnerships.
  2. Understand the role of the public behavioral health authority during COVID-19 as it relates to leadership, advice and advocacy, reducing barriers to care, and communication.
  3. Review future emerging issues related to the ongoing nature of the pandemic.

Speaker Info

Dr. Joshua C. Morganstein, MD, is Associate Professor and Assistant Chair in the Department of Psychiatry and Assistant Director at the Center for the Study of Traumatic Stress (CSTS) in the Uniformed Services University of the Health Sciences and a Captain in the Commissioned Corps of the U.S. Public Health Service. He is a Chair of the Committee on the Psychiatric Dimensions of Disaster and Distinguished Fellow at the American Psychiatric Association. Dr. Morganstein received his medical degree from the Uniformed Services University of the Health Sciences. He completed a combined residency in Psychiatry and Family Medicine in the National Capital Consortium in Washington, DC. Dr. Morganstein leads the Disaster Mental Health and Public Health education and consultation services at the Center for the Study of Traumatic Stress. In this capacity he has been an invited speaker and consultant for national organizations and federal interagency partners.

Dr. Morganstein provided mental health subject-matter expertise to the United Nations’ 2015 Sendai Framework for Disaster Risk Reduction. He co-authored the first Curriculum Recommendations for Disaster Behavioral Health Professionals and was a co-author for a landmark Presidential report on the Impact of Climate Change on Human Health in the United States. Dr. Morganstein authored numerous articles, chapters, and technical reports on the mental health impact of various disaster events, including climate-related disasters, mass violence, terrorism, pandemics, and nuclear exposure. He is Assistant Editor for the second edition of the Textbook of Disaster Psychiatry. Dr. Morganstein has studied the effects of stress and trauma in organizational settings, including recent work with military drone intelligence community, personnel impacted by the 2013 mass shootings at the Washington Navy Yard, and is currently working with the United States National Guard to better understand risk and protective factors associated of COVID-19 deployments on the psychological health and operational readiness of service members.

Brian W.Flynn, EdD is Associate Director of Health Systems in the Center for the Study of Traumatic Stress, Adjunct Professor of Psychiatry, Department of Psychiatry, Uniformed Services University. A major focus of his work is consulting, writing, training, and speaking on the topics of preparation for, response to, and recovery from, the psychosocial aspects of large-scale emergencies and disasters. In addition, he provides CSTS leadership in the areas of behavioral health policy and systems development and integration. Prior to joining USU, he served as a Rear Admiral/Assistant Surgeon General in the United States Public Health Service (USPHS). He has directly operated, and supervised the operation of, the Federal Government’s domestic disaster mental health program (including terrorism), programs in suicide and youth violence prevention, child trauma, refugee mental health, women’s and minority mental health concerns, and rural mental health.

Dr. Flynn has served as an advisor to many federal departments and agencies, states, and national professional organizations. He is recognized internationally for his expertise in large-scale trauma and has served as an advisor to practitioners, academicians, and government officials in many nations. He received his BA from North Carolina Wesleyan College, his MA in Clinical Psychology from East Carolina University, and his EdD in Mental Health Administration from the University of Massachusetts at Amherst.

Tim DeWeese is the Director of Johnson County Mental Health Center.  The Mental Health Center is a department of Johnson County (KS) Government and employs more than 340 staff who provide behavioral health services to nearly 10,000 county residents annually.  Tim possesses a Bachelor of Science degree in Psychology from Missouri Southern State University and a Master of Social Work Administration degree from the University of Kansas.  He is a Licensed Mental Health Professional in Kansas and has over 30 years of experience in community mental health, where he has worked in various capacities. He possesses extensive knowledge and experience in the public mental health delivery system, client-centered leadership, and program design/development.  Tim also served more than 10 years as a commissioned officer in the Army Reserve and National Guard.

A Call to Action – Our Responsibility as Leaders to Address Structural Racism and Resulting Health Inequities | Webinar

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Description:

COVID-19 does not affect everyone equally. Public health crises by their nature reveal existing inequities and make them worse. This is especially true among Black, Indigenous and People of Color who are disproportionately harmed by institutionalized policies and practices that knowingly and unknowingly perpetuate racism and discrimination – creating disparities and poverty. Generations of historically traumatic events have a profound impact on a community’s health, increasing vulnerability to behavioral and other complex health needs.

Now several months into the COVID-19 crisis, what does this look like on the ground from the eyes of our disenfranchised communities? How has this pandemic exposed and exacerbated existing inequities? As leaders, we must be prepared to have difficult conversations about structural racism and resulting inequities and be willing to develop collaborative strategies to address.

Learning Objectives:

  1. Participants will be able to identify and classify inequities experienced from the lens of the communities or populations they serve.
  2. Participants will understand the impacts of inequities on populations with behavioral and other complex health needs.
  3. Participants will be able to articulate concrete examples of ways in which as leaders, they can address inequities occurring at each level of the social ecological model.

Speaker Information:

Jei Africa, PsyD, MSCP, Director of Marin County Behavioral Health and Recovery Services

Dr. Jei Africa is the Director of Behavioral Health and Recovery Services at the County of Marin. He is an innovative thought leader and clinician who is passionate about integrating effective culturally responsive practices into the core functioning of County health services. Dr. Africa has over two decades experience in the areas of behavioral health, trauma, health equity and diversity. He also maintains a consulting and private psychotherapy practice in the Bay area.

Dr. Larissa J. Estes, DrPH, Executive Director, ALL IN Alameda County

Dr. Larissa J. Estes is the Executive Director of ALL IN Alameda County. ALL IN was launched in 2014 by County Supervisor Wilma Chan to address issues of poverty in response to growing inequality. Dr. Estes has over 20 years of experience in allied health, healthcare, and public health with a focus on community and equity and is interested in integrating evidence-informed strategies into policy and practice across sectors that impact community health and wellbeing.

The Tsunami of Need is Coming: Integrated Care in the Era of COVID-19 | Webinar

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Description:

Rates of depression, anxiety, trauma, substance use and grief are rising across large segments of the population—particularly for youth and black, indigenous and people of color. Primary care will be the first responders to this mental health crisis across the country. There has never been a more important time for the integration of behavioral health in primary care for early identification, treatment of mild to moderate conditions, and enhanced referral to specialty care. Integrated care has also shifted to telehealth and there are emerging lessons. Join us for a discussion on the importance of integrated care for supporting public health, behavioral health, and health equity during Covid-19.

Key Themes: Expansion of access to behavioral health services, universal screening of behavioral health conditions, brief interventions, core elements of effective integrated care, expansion of psychiatry and emerging trends in virtual integrated care.

Learning Objectives:

  • Participants will be able to describe the central role of integrated care in Covid-19
  • Participants will be able to describe and share in lessons learned from virtual integration
  • Participants will review the need, disparities and risks in a rising behavioral health crisis
  • Participants will identify the role of integrated care in management of coronavirus for vulnerable populations

Our Panelists:

Gina Lasky, Ph.D., MAPL, Principal, Health Management Associates
Dr. Lasky has decades of experience in public sector behavioral health. She works across the country on projects related to behavioral health system design, practice transformation, and integration of behavioral health for states, counties, managed care plans, and large providers. Her work focuses on development of effective stepped care approaches levering a continuum of services tailored to population need. This includes behavioral health quality improvement and innovation, such as enhancing measurement-based care, using human centered design thinking, bringing behavioral health services into the community, and partnership development and collective impact initiatives.
Dr. Lasky has examined state policy and administrative barriers to integrated care and has published work on leadership and team development in integrated care with the Center for Integrated Health Solutions and the American Psychiatric Association. She is co-editor of Integrated Care: A Guide to Effective Implementation for the American Psychiatric Association. She works nationally with States, managed care and providers on effective implementation of integrated care.

Prior to coming to HMA, Dr. Lasky provided direct clinical care for numerous non-profit organizations, a public hospital, and a state psychiatric hospital where she specialized in serious mental illness and working with individuals who were aggressive towards themselves and others. Gina has had leadership responsibility for an acute treatment unit, a detox program, crisis services, outpatient mental health clinics, and substance use treatment programs in community behavioral health. She has been responsible for clinical program development, quality improvement, and directly supervised clinical managers and therapists.

Dr. Lasky earned her masters and doctorate in counseling psychology from the University of Denver and a master’s degree in public leadership with a specialization in multi-sector management from George Washington University. She is the current Past President of the Board for The College for Behavioral Health Leadership.

Lori Raney, MD, Principal, Health Management Associates
Dr. Lori Raney is a board-certified psychiatrist and Principal with Health Management Associates in Denver, Colorado. She is considered a leading authority on the collaborative care model and the bidirectional integration of primary care and behavioral health. Her work focuses on service evaluation, gap analysis and design and training of multidisciplinary teams to implement evidence based practices to improve the identification and treatment of mental illness in the primary care setting and improve the health status of patients with serious mental illness behavioral health settings. She has worked with clients implementing 2703 Health Home State Plan Amendments for behavioral health populations, state innovation model (SIM) and transforming clinical practice initiatives (TCPI), and provided training for personnel implementing Primary and Behavioral Health Care Integration (PBHCI) grants. She is the editor of two books Integrated Care: Working at the Interface of Primary Care and Behavioral Health and Integrated Care: A Guide for Effective Implementation. In addition she has published numerous articles in peer reviewed journals on topics related to integration. She was selected to be a Master Trainer for the American Psychiatric Association’s Support and Alignment grant to train 3,500 psychiatrists in the collaborative care model. Her current work also includes evaluating hospitals and clinics in recognizing and developing strategies to deal with the impact of behavioral health across health care systems including the design and implementation of integrated care in their primary care practices.

Dr. Raney served for 15 years as the medical director of a community mental health center in rural Colorado, where she fostered the development of a full range of evidence-based services including the development of a telepsychiatry program, working in and deploying psychiatric providers in corrections settings, developing an inpatient psychiatric treatment unit, managing the psychiatric medical team in implementing prescribing best practices including metabolic monitoring, encouraging medication assisted treatment of substance use disorders, and establishing hospital-based psychiatric consultation. In her administrative capacity she has extensive experience in psychiatric medical leadership, innovative strategies for hiring and retaining the psychiatric workforce, established performance measures for good psychiatric care and implemented strategies to meet key performance indicators required by Medicaid. During her tenure, she led efforts to implement the collaborative care model of integrated care in diverse primary care locations including Federally Qualified Health Centers, a Rural Health Center, tribal clinics, and school-based health centers, and has served as a consultant psychiatrist at these locations. Dr. Raney participated in the design of a fully integrated healthcare facility that combined primary care and traditional behavioral health, which made it possible for her to rapidly address the physical health issues in patients with serious mental illness.

She has worked for over 15 years with tribal populations with the Indian Health Service in remote clinics in the Southwest and continues her clinical work with the Ute Mountain Ute tribe in Towaco, Colorado. She also worked both as a staff psychiatrist and as the Clinical Director for an ambulatory care center in rural Arizona on the Navajo Reservation.

Leadership Huddles | Leading Through Crisis – Insights, Takeaways and Resources

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One of the greatest benefits of CBHL membership is the opportunity to connect with other leaders to share innovative new ideas, resources and solutions to particularly difficult problems. COVID-19 has led to an entirely new set of challenges that leaders at all levels are now struggling to solve.

To facilitate time to connect with other members and work through these challenges together, we hosted three leadership huddles – small group interactive conversations for both seasoned and emerging leaders — to teach and to learn strategies to address leadership challenges during times of crisis. 

The attached document represents insights, key takeaways and resources discussed during each of the three huddles.

Peer-to-Peer Coaching: Asking for Help and Leveraging Shared Wisdom to Solve Problems

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As leaders we are constantly faced with challenges, whether it is a workforce issue, fostering better relationships on our teams, or even knowing how and who to ask for help. Few of us have led through crises of the magnitude we are faced with today due to the COVID-19 pandemic. So how do we continue to ensure our teams are receiving the support they need, when as leaders, we are also feeling burned out and anxious about what lays ahead? 

One way to find support and solve difficult problems during this time is to leverage the experience and wisdom of our colleagues. Peer-to-peer coaching helps with discovering everyday solutions, revealing patterns, and refining prototypes. This peer-to-peer coaching session will use a Liberating Structures method called Troika Consulting, where you can gain insight – and help others – on issues faced by unleashing shared wisdom to address them.

While coaching sessions are not recorded, the attached PowerPoint presentation includes the Liberating Structures tools and prompts used in our May 12, 2020 session for replication with your own teams.

Your Organization’s Culture Can Drive or Undercut Success

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Culture is largely recognized as an important factor in an organization’s success. However, few leaders have an in-depth understanding of what it is and how it works, let alone intentionally investing in building a high-performance culture. Additionally, in today’s environment, it is important to meaningfully connect you, and your organization’s high performing culture with the larger ecosystem in which you operate. The intent of this interactive webinar is to critically review and discuss organizational culture in a manner designed to support taking learnings back to your own organization to further your success.

Key themes to explore:

  • How do I define and recognize a “culture of high-performance”? What are the measures, actions and results of a culture of high-performance?
  • What does this look like within my organization, particularly in light of new norms as a result of the current environment?
  • As a leader, how do I translate this to working with other organizations and stakeholders to develop a culture of high-performance, action, and results-orientation.
  • What is my role in the larger ecosystem as a leader among leaders?

Learning Objectives: 

  • Describe a working definition of organizational culture.
  • Describe specifically what organizational high-performance culture is and why it is important.
  • Identify strategies a leader can use in developing a high-performance culture, particularly as the work environment moves to a more virtual setting.
  • Understand and explain why it is important to extend your organization’s high-performance culture into the health ecosystem.

Our Presenter

Dr. Jay Roundy, MA, DPA (Chief Operating Officer of P2 Performance Plus) is a counseling psychologist and organizational behaviorist by training, a servant leader by nature, and a performance coach by choice.  Jay is a transformational performance expert with extensive senior level leadership, management, coaching, consulting and training experience with individuals, teams, and organizations. He has a unique ability to apply results-producing performance improvement strategies and demonstrated ability to lead others to achieve transformational performance in the midst of a demanding, complex, and constantly changing environment by inspiring a common purpose, vision, strategy, and execution.

Provider Obligations, Opportunities and “Oh No’s” – Your COVID-19 Questions Answered

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Download the Presentation Slides

Presented by Ron Manderscheid (Executive Director, National Association of County Behavioral Health and Developmental Disability Directors) and Greg Moore (Chair, Dickinson Wright’s Behavioral Health Care Practice Group and Founding Member of AVANT Consulting, LLC)

What: With many changes affecting American businesses during the coronavirus pandemic, it can be difficult to keep up. Complex new laws, programs and regulatory changes have raised questions and concerns amongst healthcare providers trying to continue necessary services for their customers while staying ahead of the rapidly evolving environment.

New obligations to employees under the Families First Coronavirus Response Act (FFCRA) and/or unemployment; opportunities for business relief like the Paycheck Protection Program, Economic Injury Disaster Loan, and grant programs from SAMHSA, the CDC and others; and regulatory relaxation under the 1135 Waiver during Federal and State emergency declarations – including telehealth and payment for services – have left employers/providers scrambling for the latest information.

This webinar will explore:

  • Frequent questions and concerns related to the new laws, programs and regulatory changes;
  • General themes related to how States have used the 1135 waiver, and implications for providers;
  • An overview of National and State resources and how they can be accessed by providers.

Who Should Attend?
Healthcare leaders involved in organizational planning and decision-making.

Learning Objectives

  • Understand key employer obligations, business opportunities and regulatory changes impacting providers through COVID-19.
  • Gain awareness of 1135 waiver themes across states and how this may impact your healthcare / behavioral health organization.
  • Learn new resources available to support you and how to access them.

Our Panelists:

Ron Manderscheid, Ph.D ., serves as the Executive Director of the National Association of County Behavioral Health and Developmental Disability Directors. The Association represents county and local authorities in Washington, D.C., and provides a national program of technical assistance and support. Concurrently, he is Executive Director of the National Association for Rural Mental Health, Adjunct Professor at the Department of Mental Health, Bloomberg School of Public Health, Johns Hopkins University, and Adjunct Professor, School of Social Work, University of Southern California. Dr. Manderscheid serves on the boards of the Cosmos Club, the Employee Assistance Research Foundation, the Danya Institute, the Council on Quality and Leadership, the NASMHPD Research Institute, and the National Register of Health Service Psychologists. He also serves as the Co-Chair of the Coalition for Whole Health. Previously, he served as the Director of Mental Health and Substance Use Programs at the Global Health Sector of SRA International and in several federal leadership roles at the U.S. Department of Health and Human Services. Throughout his career, he has emphasized and promoted peer and family concerns.

Dr. Manderscheid is a former Member of the Secretary of Health and Human Services Advisory Committee on Healthy People 2020, Past President of the Federal Executive Institute Alumni Association (FEIAA) Foundation, Past President of FEIAA, past Chair of the American Public Health Association (APHA) Mental Health Section and a past member of the APHA Governing Council. He has also served previously as the Chairperson of the Sociological Practice Section of the American Sociological Association, as President of the Washington Academy of Sciences and the District of Columbia Sociological Society, and as President of ACMHA: The College for Behavioral Health Leadership.

Recently, he co-edited a new text, Outcome Measurement in the Human Services: Cross-Cutting Issues and Methods in the Era of Health Reform, and contributed to a second new text, Public Mental Health. Previously, he served as principal editor for eight editions of Mental Health, United States. He has also authored numerous scientific and professional publications on services to persons with mental illness and substance use conditions. He serves on the Editorial Board and prepares a periodic blog for Behavioral Healthcare Executive.

Greg Moore, JD , chairs Dickinson Wright’s Behavioral Health Care Practice Group and is a Founding Member of AVANT Consulting, LLC, a behavioral health boutique consulting firm. Greg has been a consultant and practicing health care attorney since 1991. During his entire career, he has focused on representing and counseling providers of all types and sizes including behavioral health care provider companies, facilities, and networks.

Greg has been recognized as a thought leader and innovator when it comes to the integration of behavioral and physical health care. With 25 years of experience serving clients in the industry, his practice covers the full spectrum of regulatory, transactional, and litigation services.

In January 2009, Mr. Moore created a Behavioral Health Care Law focused Practice Group, the first of its kind in a national law firm. The group continues to be leaders in educating and counseling clients as parity and the integration of behavioral health and physical health take center stage.

Sustaining Resilience During COVID-19 – From Leadership to the Front Line

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Dr. Cheng’s Slides
Perry Dougherty & Shannon Mong Slides

What: COVID-19 has changed the world in which we live and work. Leaders and front-line healthcare professionals alike are facing new and more complex challenges as we adapt to a rapidly changing environment of care, while the level of uncertainty and ambiguity continues to grow. We are forced to make more difficult decisions, work in new ways and care for our own families, all while motivating our workforce to stay the course. So how do we collectively cultivate resiliency in order to remain strong and thrive while in stressful conditions, particularly when connection to others must be made from a distance? In this webinar, we will hear from three professionals to explore the dynamics of COVID-19 and how we can continue to support the development of our best selves as leaders through crisis. We will also learn about a model of peer to peer support developed to support Chinese healthcare professionals, and an upcoming opportunity to virtually build resilience together.

Who Should Attend?

Healthcare leaders, community leaders, leaders of front-line workers, and others involved in the COVID-19 response

Learning Objectives:

  • Understand the conditions necessary to cultivate resiliency as leaders and thrive through crisis.
  • Learn about an innovative model to provide peer to peer support utilizing social media developed for Chinese healthcare professionals fighting the virus at the front line in Wuhan.
  • Learn about “Stronger Together – Resilience Circle,” an opportunity to virtually build resilience through mindful gratitude practices

Our Panelists:

Cyra Perry Dougherty “Perry” is the founder and CEO of Rootwise Leadership , where she serves as the lead coach, consultant, facilitator, and teacher. With more than 15 years of experience working with global executive teams in the entrepreneurial, public, and social sectors, Perry enriches cutting-edge leadership and organizational development theory and practice with a deep understanding of the power of awareness, creativity, storytelling, and play. She pursues her work with transformation as both means and end.

In addition to her work with Rootwise Leadership , Perry is an Instructor at the Harvard T.H. Chan School of Public Health , founder of The Collective Leadership Certificate Program , a Senior Partner at Still Harbor , ordained interspiritual minister and spiritual director. She is also founding Editor of Anchor magazine and Editor of The Anatomy of Silence , Red Press 2019. At home, she is a mother to three, ages 3, 10, and 15, a meditator, and a writer. Get in touch with Perry directly at perry@rootwiseleadership.com .

Pu Cheng, M.D., FAPA is the Inpatient Director at Meridian Health Services and a volunteer Clinical Assistant Professor of Psychiatry at the Indiana University School of Medicine in Muncie Indiana. He received his medical degree from Shanghai Medical University and has been in practice for more than 10 years.

During the crisis of COVID-19 in Wuhan, China, Dr. Cheng led a team to immediately assemble a team of 45 credentialed mental health workers from the USA, Canada and Australia, dedicated to peer-to-peer support for first line Chinese healthcare professionals who were fighting this epidemic crisis. They employed intervention techniques, via a novel method of social media, and received a good response. This innovative approach can have wide acceptance, is ideal for rapid response, and is suitable in situations where communication is done at a distance and due to a highly contagious epidemic. This model also faces some unique challenges previously unknown. It has the potential be further developed into a widely-adopted and easily modifiable model that can be applied immediately to fight what is now global pandemic.

Shannon Mong, PsyD is passionate about making it easier for healthcare leaders to achieve their goals. An experienced consultant, she engages leaders and teams to solve complex problems in rapidly evolving environments. Shannon’s career spans multiple industries and clients — beginning in media and educational technology leadership before becoming a licensed psychologist. A former direct service provider and program administrator in the public behavioral health system and leader in a large provider organization, Shannon knows the challenge of managing day-to-day work while fostering innovation.

As a Principal at HMA, Shannon’s focus is on guiding system transformation and healthcare optimization initiatives from initial concept to full execution. Areas of expertise include: improving outcomes of high utilizer populations, integrating physical health and substance use into behavioral health, value-based care, leadership and team development, stakeholder processes, strategic planning, and workforce development. A certified facilitator and conference presenter, Shannon also leads workshops to enhance organizational wellness.

Using Design Thinking to Address Complex Social Problems

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What is it about human centered design? A way to look differently at the world around us? An opportunity to seek greater change instead of only responding to problems? Yes. Presenter Steve Hornberger, MSW, Director, Social Policy Institute, SDSU School of Social Work shares how one organization is using the principles of human centered design to lead engagement and innovation in the social sector. From asking the right questions to using online project management tools, we explored moving ideas into action in health and human services. Mr. Hornberger highlights lessons learned from several recent projects and identifies available resources.

Download the Slide Deck